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The main objective of this paper is to integrate quality with triple bottom line dimensions as well as economic, social and environmental concerns within a disassembly line balancing problem.

This study presents a new disassembly line balancing model to maintain the triple bottom line. This proposed model applies a hybrid MCDM considering social, environmental, quantitative and qualitative business and quality dimensions. In this research, fuzzy AHP prioritizes the dimensions and fuzzy TOPSIS ranks the disassembly operations.

The findings show that the disassembly line’s cycle time decreased from 36 s to 32 s, with the main and sub-criteria considered. Therefore, this study reveals that integrating sustainability dimensions with quality may not result in sacrificing cycle time.

Globalization, the increase in demand, the complexity of supply chains and the environmental, economic and social dimensions should be examined together for these operations to be sustainable. Not only these dimensions but also the perception of quality, an essential aspect of production, must be reflected in the disassembly line balancing. There is a need for sustainability issues in disassembly line balancing, which is becoming increasingly important due to environmental concerns, resource conservation, corporate social responsibility and potential cost savings. However, a significant gap in the literature points to the need to cover all three dimensions of the triple bottom line and other production-related dimensions in the disassembly line balancing problem.

The purpose of this paper is to show the activities that have been implemented in Monterrey Campus of Tecnológico de Monterrey to infuse sustainable development (SD) into the academic components, as well as to document similar SD activities that are being implemented in other campuses within the Tecnológico de Monterrey system. Another relevant issue is to share the experiences regarding SD incorporation in the academic area.

Capacity building courses to “educate‐the‐educators,” is the selected approach, to educate faculty regarding SD. Additionally, diverse methods are utilized to assess progress in incorporation of SD into courses and curricula. The capacity building is done through specific courses that are taught by faculty members with recognised knowledge in their fields but who also had the interdisciplinary skills to help the educators to understand and apply the concepts of the “triple bottom line”, to their academic programme. The educational programme is focused upon educators who expressed personal and professional interest in expanding their skills to teach SD to their students.

It is learned that working to catalyze the inclusion of SD concepts into courses and curricula requires a concerted effort among various stakeholders within the institution. It needs support from top administration, deans of academic divisions, the academic development department, as well as from faculty willing to participate in incorporating SD into their courses. Without this support, advances will be slow or non‐existent. A first course to incorporate SD in the educators' courses is offered, but one difficulty that the authors encountered, with this initial course, is it does not provided an integrated and interconnected outlook, which shows the learners not only the triple bottom line concepts but also other dimensions relevant to SD. So, a second course is designed and evaluation of the improvements in SD understanding by educators who take this improved course is done using conceptual maps. Although no definitive instruments are developed, work is done on the development and testing of criteria to assess the degree of incorporation of SD into the modified courses taught by the participating faculty.

It is shown that it is possible to support efforts to “weave SD as a golden thread” into the academic component of a HEI can be accomplished through the concerted action of various stakeholders. Good team teaching can facilitate faculty capacity building in SD. The evolutionary path of the “educate‐the‐educator's” program is one of the learnings by doing and continuous improvement. It is hoped that others will learn from the learning process.

The objective of the present research was to carry out a scientific map about life cycle assessment (LCA) and triple bottom line (TBL) at slaughterhouse areas, looking for Cleaner Production practices aiming at recognizing strategic themes for maintaining the sustainability of productive systems, according to the development of sustainable practices and production evolution in slaughterhouse areas.

The literature analysis was based on general approach, with steps adapted of study phases and activities of preferred reporting items for systematic review and meta-analyses (PRISMA) recommendation guide to do systematic literature review. Activities were subdivided to discuss the results in two kinds of analysis: quantitative and qualitative.

The main findings of our study reinforce the LCA importance in slaughterhouses to promote Cleaner Production, so that the main measures suggested and/or adopted by different authors include the substitution of raw materials by feeding, with the adoption of grains, protein supplements with less environmental impact in the composition of the feed and changes in the processes seeking for better energy efficiency and optimization of water consumption in meat processing.

There is another action of sustainability considering LCA and Cleaner Production practices in the industrial meat area that should also be considered. These actions are restricted to documents of business circulation, with limited access since they involve issues regarding innovations in economic and technological aspects of slaughterhouses, as well as industrial confidentiality. Furthermore, in patent bases it is possible to advance the studies looking for how the digital transformation has been carried out in this industrial branch, since the 4.0 transformation industry tends to use clean technologies.

There are LCA models with a systemic approach to measure the level of sustainability of a process, comprising analysis of impacts related to different areas: environmental, social and economic although in terms of the meat production chain, the impact analysis focuses mainly on the environmental area. So, future works should be developed in meat production chain to assess social and economic impacts, i.e. a sustainable LCA addressing the three areas to consolidate models and standardize metrics with a scientific basis.

This paper aims to extend the existing triple bottom line framework (Prosperity, People and Planet [so-called 3Ps]) with a new dimension, namely, Prophet, to reflect Islamic values (the now 4Ps) for banks seeking compliance with Islamic religious principles.

This study conducts a survey of 504 Islamic bank stakeholders across six provinces in Indonesia and use regression analysis to test the applicability of the 4Ps. This paper further examines their application in two large Islamic banks in Indonesia and Malaysia.

The models are all highly significant and well reflect a broad stakeholder perspective on bank performance. Of the four elements, this study finds stakeholders rank Prosperity first, followed by Prophet and then Planet. The case studies strengthen the application of the new Prophet dimension as a way for Islamic banks to improve their financial, social and economic performance, particularly during periods of financial distress.

This study only uses survey data from a single country, and this may limit the generalizability of the findings.

Practitioners will find the quadruple bottom line useful in assessing organizational performance, as will regulators seeking to improve the social and economic outcomes of the Islamic banking sector.

This paper internalises maqasid al-syari’ah (the most basic goal of Islamic law) as a simple but essential approach to organizational performance using empirical evidence from a real-world banking setting.

The purpose of this paper is to explore and expand the role of strategic ambiguity (SA) in the field of organizational communication. It treats the triple bottom line (TBL) as indicative of an emerging coalition. This coalition brings together three loosely coupled discourse communities each attempting to advance the notion of green business, corporate social responsibility and sustainability.

This case directs attention to how SA and equivocation built into TBL aids three loosely networked discourse communities – formulated around “profits”, “people” and “planet” – emerge, coalesce and diffuse despite being rooted in imprecise and loosely formulated measures.

The findings indicate that despite its imprecision, lack of specificity and operational indices the TBL provides its members with the belief that they are far better off joining the coalition than going it alone. TBL's openness to multiple interpretations enables each of the discourse communities in the emerging network to expect to win concessions from others and to protect its values from encroachment.

This treatment of TBL suggests that SA can be expanded beyond an intra‐organizational focus to one encompassing emergent coalitions. The expanded notion of SA helps explain the stickiness of knowledge transfer in the early stage of coalition formation and the propensity of critics to view new imprecise but inspiring ideas like TBL as nothing but a fad or passing enthusiasm.

This paper aims to propose a quadruple bottom line approach for higher education leaders who must decide whether to accept sustainability initiatives that do have not have a business case. The authors describe a personal waste management program at a major university to illustrate how a quadruple bottom line framework may impact decisions to adopt a sustainability practice in higher education. The authors also demonstrate how opportunity costs can be applied to better understand the true costs of such waste management programs.

This exploratory research uses a case study approach with a unique accounting method to determine the costs of a personal waste management system. System costs are calculated for the entire university and for sample units within the university.

University leaders chose to continue the new waste management program in light of evidence showing higher than anticipated costs. The authors illustrate how this decision was driven by consideration of a fourth bottom line, that of the educational value of the sustainability initiative. It is discussed whether proposed sustainability initiatives such as these should be evaluated using a traditional triple bottom line framework, or, in the case of higher education, if equal consideration should also be given to factors related to the educational mission of the institution.

The authors develop a quadruple bottom line framework to explain the frequent implementation of economically costly sustainability programs in higher education contexts. This paper also reviews the rise of “personal waste management” programs at higher education institutions, demonstrates how the value of employee time can and should be considered as a cost of a comprehensive campus sustainability program (i.e. recycling and composting) and illustrates a novel means for using opportunity costs to determine those costs.

The purpose of this study is to explore the potential impact of Industry 5.0 on businesses and management by integrating advanced technologies to develop smart cities (Society 5.0) and digital value chains, leading to Innovation 5.0 and triple bottom line sustainability. We propose an Organization Value Chain 5.0 model to describe the ecosystem interactions that leverage organizational innovative behavior through knowledge management.

Using a systematic literature review methodology, we conducted a comprehensive analysis of 968 Industry 5.0 articles, 297 Innovation 5.0 articles and 510 Society 5.0 articles from the WOS and Scopus databases. This analysis supports the development of our conceptual model.

This allowed us to propose the conceptual model for the new notion of Organization Value Chain 5.0 and its ecosystem components.

This study provides a detailed analysis of Industry 5.0, its technological elements and its relevance to creating Society 5.0, smart cities and digitalized value chains. It highlights the importance of stakeholder engagement and integration for effective digital industrial transformation.

Environmental, Social and Governance (ESG) reporting is crucial for organizations, especially in the current era where sustainability holds significant importance. Proper utilization of ESG reporting offers long-term benefits and enhances overall corporate well-being. This study explores fundamental aspects of ESG reporting, elucidating the reporting process, its advantages and requirements. An analysis highlights key impacts on businesses and their influence on consumer behaviour. The disclosure of ESG reporting and its determinants, such as business size and profitability, is discussed. Additionally, the study underscores the role of promoting diversity and inclusion as a Corporate Social Responsibility (CSR) function. Global firms undertake diverse initiatives to advance sustainability. The study emphasizes the triple bottom line theory as a strategy for sustainable development. ESG is recognized as a valuable tool for ensuring sustained growth and development in businesses. The research underscores the imperative for businesses to adopt sustainable measures consistently. Overall, the findings stress the significance of ESG reporting in the contemporary business landscape, linking it to corporate success, responsibility and the pursuit of sustainable practices.

This study investigates the consequences of anthropogenic disturbance caused by dolphin-watching boats on the local spinner dolphin population in Lovina, Bali. It proposes recommendations for developing sustainable destination practices that influence boatmen and tourists to minimise the negative impacts of tourism activities on the dolphins.

Data was collected on boat-dolphin distances, boatmen's behaviour, dolphin behaviour, and underwater noise levels using an unmanned aerial vehicle (UAV) and a hydrophone. The triple-bottom-line framework was applied to analyse the findings and propose recommendations for developing sustainable destination practices.

The study reveals a consistent breach of national and international guidelines, with boats approaching dolphins at distances well below the recommended minimum. Undesirable boatmen’s behaviours and signs of distress and avoidance in dolphins were frequently observed. The findings highlight the need for stakeholders to develop and implement sustainable practices that influence boatmen and tourists to minimise their impact on the dolphins.

This study provides novel insights into the anthropogenic disturbance caused by dolphin-watching boats in Lovina, Bali. It proposes actionable recommendations for developing sustainable destination practices that influence boatmen and tourists. It contributes to the growing body of knowledge on sustainable wildlife tourism management.

Purpose: The purpose of this study is to give comprehensive strategies for developing sustainable tourism destinations by incorporating case studies, conceptual frameworks, and existing research. By addressing the lack of holistic approaches in sustainable tourism practices, this study seeks to provide insightful information that can guide stakeholders, policymakers, and destination managers in effective decision-making and planning.

Methodology/study design/approach: A comprehensive literature review has been conducted for analyzing peer-reviewed journal papers, case studies, and conceptual frameworks relevant to sustainable tourism benchmarking. Peer-reviewed journal papers, case studies, and conceptual frameworks pertaining to sustainable tourism benchmarking have all been examined through a thorough assessment of the literature. In this study, numerous information on sustainable tourism and benchmarking strategies allows for a meticulous understanding of benchmarking and its relevancy to sustainable tourist destination development.

Findings: The study distinguishes essential strategies for benchmarking sustainable tourist destinations, which include stakeholder engagement, integration of the triple bottom line framework, choosing appropriate indicators, promotion of certification and standards, and encouraging collaborations among destinations. The case studies highlight, the significance of having a long-term commitment, governance, and stakeholder involvement while implementing sustainable tourism policies.

Value: This study presents a combination of existing literature and frameworks to evolve comprehensive strategies for benchmarking sustainable tourist destinations. By incorporating perceptions from various sources, this study gives valuable direction for practitioners and researchers seeking to advance sustainable tourism practices.